System Thinking: Optimizing Emergency Department Operations
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Added on 2023/03/17
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This report discusses the optimization of emergency department operations using system thinking and value stream mapping. It analyzes the existing value stream map, proposes a new version, and explores the consequences of the optimization. Recommendations for improving the process are also provided.
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Running head: SYSTEM THINKING SYSTEM THINKING Name of the Student Name of the university Author note
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1SYSTEM THINKING Executive Summary The following report discusses on a situation based on an emergency services of a particular department of a hospital considering the organization’s archetype. The paper includes the Value Stream Map of the hospital that exists at present and recommends new version of the Value Stream Map that takes less time and optimizes the entire operations of the hospital. The report also analyses the various consequences of the optimization of the emergency department operations. Lastly, the discussion is concluded by suggesting ideas that would help make the process better than before.
2SYSTEM THINKING Table of Contents Introduction................................................................................................................................3 Background................................................................................................................................3 Discussion..................................................................................................................................3 Identification of System Archetype and its analysis..............................................................3 Limitation to the growth process........................................................................................4 Eroding goals.....................................................................................................................4 Escalation...........................................................................................................................5 Existing Value Stream Map...................................................................................................5 New version of Value stream Map.........................................................................................6 Consequence of the New Value Stream Map:.......................................................................8 Conclusion..................................................................................................................................8 Recommendations......................................................................................................................8 References................................................................................................................................10
3SYSTEM THINKING Introduction The emergency cases in hospitals need to be addressed immediately and in case of delays lead to severe problems as hazardous as causing death. The report relates to the identificationandthescrutinyoftheSystemArchetypethatisanessentialpartof performance. The value stream map that exists at present in the emergency department of the hospital is the analyzing subject in this paper. A new value stream map has been suggested that could make the hospital department more efficient by decreasing the time of response andoptimizingtheoperations(Begun&Thygeson,2015).Thereportconcludesby suggesting some reforms that might help in changing the present scenario. Background The emergency department of the hospital deals in receiving feedback from the patients that includes certain suggestions on their waiting time and asking for improvements in the same case. The main concern is that when the patients require emergency treatment, the waiting hours are long due to mismanagement. The process being followed by the emergency department needs to be reviewed as it is complicated at present and requires optimization (Stevens & Price, 2015). A value stream map has been suggested in the report that is a lot optimized compared to the one that exists. Discussion Identification of System Archetype and its analysis The following section of the paper identifies the system archetype that was the cause for the disruptions in the performance of the process and analyzes the same(Bureš & Racz, 2016). The system archetype includes the limitations in the growth process, the goals being eroded, grievance of the public, escalations, failure, accident and adversaries.
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4SYSTEM THINKING Limitation to the growth process The hindrance to the growth of the hospital is a major concern of the system archetype and refers to the scrutiny of rules that are a probable cause for the degradation of the services and loss of resource. The mismanagement of the authorities and the individuals included in making the process lengthy and time-consuming are one among the various challenges(Marco-Ruiz et al., 2015). The growth in the business cannot be carried on in a dynamic way succumbing to the defaults. This archetype includes making use of the dynamic theory that is related to maintaining a balance in the operations essential for the firm’s growth. In order to accomplish the balance it is required that in providing similar efforts, the return rate is reduced in a broader sense. The proper diagnosis of the growth pillars is the main aspect of the seven action steps and this in turn will help in doubling the time of the performance(Mathews & Long, 2015). Yet another positive aspect of this is that the firm will be able to identify its potentials and successfully maintain the required balance (Saltman et al., 2015). The changes opted for require good understanding so that it proves to be beneficial for the hospital’s growth and effective implementation of the restructured strategy. Eroding goals The eroding goals of the hospital is one of the major outlook of the system archetype that is found to be revolving around the various functions with regard to the shifts happening inthe environment of dynamic tension between the symptoms. The aspect focuses on the dynamic nature that relates to proper future forecasting that have been determined in the past (Ward et al., 2017). This is an important aspect considered in the case because the various circumstances set at the beginning of the process require eroding that is related to the obstructions endured in the entire project.
5SYSTEM THINKING Escalation The way the management of the emergency department functions is tested as it is related to the issue of the improper and time-consuming services to the patients. It works as a vital aspect that is associated with the decrease in the entire value of the firm for the clients. A better understanding regarding the dynamic theory relating to the escalations that is associated to a single party and therefore be associated with the perception of the other parties(McDermott & Venditti, 2015). This is the reason behind the associated threat linked to the hypothesis that needs to be performed maintaining the balance in order to form the reinforcements. Existing Value Stream Map The value stream map is dependent on the system archetype, is found to be wastage of timeinthebeginning,andisassociatedwithnumerouserrorsintheorganization’s operations. There have been regular complaints on the longer waiting time before receiving the treatment. This proves that there is a need of a new value stream map that could effectively replace the old one (Jimmerson, 2017). At present, the value stream map starts by filling up the insurance forms by the patients that is followed by getting them registered as outpatients. The process is long enough as it involves the patients to be taken to the waiting area, the nurse notes down the information of the patients and then patient is assisted. After the information is obtained, the nurse prepares the emergency room and this consumes a lot of time and meanwhile the patient is kept waiting. The doctor in the emergency room checks the patient’s medical history and other important details, and while analysing the reports the statistics are considered, accordingly equipments are provided for the treatment, and finally services are supplied (Václavík et al., 2016). Lastly, the patient is provided with the
6SYSTEM THINKING treatment, tests are conducted but the test results take a long time to be generated, and thus the overall time required is high. After the successful initiation the nurse takes up the entire responsibility of keeping the family of the patient updated with the details of the tests and corresponding results(Henrique et al., 2016).The patient is discharged from the hospital after his treatment is completed. Once the patient is discharged, then the information related tothepatientisforwardedtotheinsurancecompany.Thecompleteprocessruns simultaneously with the internal process. New version of Value stream Map The new version consists of the system archetype to shift the burden. The archetype helps develop the main aspect of the new value stream map and the entire change can be implemented with high level of flexibility and will decrease the expenditure. The process will help managing the emergency department properly (Jackson, 2016). It will provide in increasing the long-term productivity by inculcating optimization in the whole process and reducing workload. The new value stream map will aid the functions and the symptomatic solutions can be implemented simultaneously with the fundamental ones with respect to the problem solving techniques (Clancy, 2018).
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7SYSTEM THINKING Fig 1: New Value Stream Map Source: Created by Author The new version of the value stream map can help cutting the long wait hours and there is a possibility that the time taken is half that of the time consumed previously. The existing common archetype is a major issue and is an outcome of the numerous tasks allocated to the nurse. This map will be effective in shifting the burden of work especially of the nurses in the emergency department. A new entity can be introduced in the process by making use of this archetype(Haron & Ramlan, 2015). If the EHR is successfully implemented then the project will eliminate various issues and help manage different processes. The EHR will replace the manual processes with automation.
8SYSTEM THINKING Consequence of the New Value Stream Map: There are positive and negative effects of the new value stream map on the various operations of the emergency department (Bal, Ceylon & Taçoğlu, 2017). The positive impact is that it will reduce the waiting time due the system automation services. The excess time required to do some manual tasks will be eliminated and thus achieving the set goal will become easier (Hung et al., 2015). The negative effect of the new value stream map is that the hospital will have to endure extra cost for the functional process, as the implementation requires adding a new entity. Conclusion The working of the hospitals is linked to the way the system model is adapted. In order to accomplish the objectives that have been set, data modeling tools are used expecting that the complete functioning will be enhanced. Optimization of the value stream map will help in reducing the waiting time. The shifting of burden is the main concept used in developing the new value stream map. This reduces the burden by distributing the workload. The EHR system has been included in the new value stream map that helps implementing automation in the different processes of the emergency department. Recommendations The excessive burden on the EHR system needs to be reduced. New ideas should be explored and the team must include it in the process of documentation. The hospital needs to stress on using automation in its operations that will be effective in collecting the informations. Data entry process must not be linked with entering the data and the individuals concerned should be allowed to enter their own data that in turn will help to produce customized reports.
9SYSTEM THINKING Reimbursement of the implemented changes for developing innovations in the EHRs should be motivated. The hospital management should prioritize the patient’s needs and understanding the value of time in case of health should implement the new value stream map that is effective to reduce waiting time. .
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10SYSTEM THINKING References Bal, A., Ceylan, C., & Taçoğlu, C. (2017). Using value stream mapping and discrete event simulation to improve efficiency of emergency departments.International Journal of Healthcare Management,10(3), 196-206. Begun,J.W.,&Thygeson,M.(2015).Managingcomplexhealthcare organizations.Handbook of healthcare management. Northampton: Edward Elgar, 1- 17. Bureš, V., & Racz, F. (2016). Application of system archetypes in practice: an underutilised pathwaytobettermanagerialperformance.JournalofBusinessEconomicsand Management,17(6), 1081-1096. Clancy,T.(2018).Systemsthinking:Threesystemarchetypeseverymanagershould know.IEEE Engineering Management Review,46(2), 32-41. Haron, S. H. A., & Ramlan, R. (2015). Patient process flow improvement: value stream mapping.Journal of Management Research,7(2), 495. Henrique, D. B., Rentes, A. F., Godinho Filho, M., & Esposto, K. F. (2016). A new value streammappingapproachforhealthcareenvironments.ProductionPlanning& Control,27(1), 24-48. Hung, S. H., Wang, P. C., Lin, H. C., Chen, H. Y., & Su, C. T. (2015). Integration of value streammapandhealthcarefailuremodeandeffectanalysisintosixsigma methodology to improve process of surgical specimen handling.Journal of healthcare engineering,6(3), 377-398. Jackson, T. L. (2016).Mapping clinical value streams. Productivity Press.
11SYSTEM THINKING Jimmerson, C. (2017).Value stream mapping for healthcare made easy. Productivity Press. Marco-Ruiz, L., Moner, D., Maldonado, J. A., Kolstrup, N., & Bellika, J. G. (2015). Archetype-based data warehouse environment to enable the reuse of electronic health record data.International journal of medical informatics,84(9), 702-714. Mathews, K. S., & Long, E. F. (2015). A conceptual framework for improving critical care patient flow and bed use.Annals of the American Thoracic Society,12(6), 886-894. McDermott, C. M., & Venditti, F. J. (2015). Implementing lean in knowledge work: Implications from a study of the hospital discharge planning process.Operations Management Research,8(3-4), 118-130. Saltman, A. P., Silver, F. L., Fang, J., Stamplecoski, M., & Kapral, M. K. (2015). Care and outcomes of patients with in-hospital stroke.JAMA neurology,72(7), 749-755. Stevens, A., & Price, J. (2015).Evolutionary psychiatry: A new beginning. Routledge. Václavík, T., Langerwisch, F., Cotter, M., Fick, J., Häuser, I., Hotes, S., ... & Seppelt, R. (2016). Investigating potential transferability of place-based research in land system science.Environmental Research Letters,11(9), 095002. Ward, P. R., Rokkas, P., Cenko, C., Pulvirenti, M., Dean, N., Carney, A. S., & Meyer, S. (2017). ‘Waiting for’and ‘waiting in’public and private hospitals: a qualitative study of patient trust in South Australia.BMC health services research,17(1), 333.